board meeting is a way for administra- tors to inform the board of what kind of management they’ve done for the ASC and for the owners.”
Other Best Practices Robinson says administrators will be best served if they prepare and pres- ent plans to the board before starting a project rather than making it a topic for discussion in the middle of the proj- ect. “I’m sure every administrator has learned this lesson: If you don’t cover everything in advance and you put something in place and, then, you have to go back to the board to discuss the project later, you’ll face a lot of ques- tions,” Robinson says. “They say, ‘Why is it costing us this? Why do you need this extra person if you didn’t tell us up front this may cost us this amount and that we may need to hire an extra
person?’ It’s all about that preparation, putting the request in front of them, out- lining the details and letting them think it over. I have found that’s what’s suc- cessful for me.”
Dolsen advises administrators to come into board meetings with as much knowledge of the agenda items as pos- sible. “Allow the board to ask questions on things they don’t understand when you have to present them,” she says. “Try to research and be as well prepared as you can, and if need be, ask questions of Medicare, check with the ASC’s ac- crediting organization and ask ASCA. They can help to clarify and provide educational information to share with your board, and your board will see that as information coming from a reputable, validated source.” Dolsen says there is also value in preparing questions to ask the governing
board members about the rules and regu- lations covered during meetings. “I’ve actually given them questions that could be asked by a surveyor,” she says. “I’ll ask a couple of questions they might get asked and ask how they would answer them. Then, they’ll give me an answer and I’ll build on it. I’ll say, ‘Okay, now here’s another part we’re doing that you might have forgotten about’ or ‘Here’s something we’ve already set up.’” Robinson says administrators who
want to succeed in educating and en- gaging their governing board should be honest. “The biggest part of it is building the relationship with the board so they trust you, they know you’re not going to tell them a story, that whatever you say is what you know as the facts,” she says. “You have to be concise and factual and let them trust you. If they trust you, you’ll get a lot of things accomplished.”
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